MindShift Integral

TRANSFORMATION – INSIGHT – LEADERSHIP


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Impressions from the workshop with Bonnitta Roy from APP Associates, Alderlore Insight Center, USA, Ct.; April 1 – 3, 2016

With fantastic people from all over Europe (and some US) we spent 3 fun intensive days looking into a kind of organizational development that deals with self-organization, elegant architectures and those principles that foster emergent behavior, team intelligence, distributive power and decision-making – without rigid new governance models. We explored and examined the key principles, central practices and deep processes of open authentic participation in organizational life.

These were some of  our other topics:

  • succeeding with uncertainty
  • how self organization happens and why we can trust it
  • how values both enable and constrain participation
  • expanding our trust network
  • intention, identity and interaction in group dynamics
  • asymmetric needs and power relations
  • strategic conversations in four languages of change
  • participatory governance
  • how resource allocations drive innovation (or not)
  • assessing team action-potentials
  • building team synergy and high velocity performance
  • method-free facilitation
  • catalyzing insight in teams
  • creativity and cognitive flow

APPWEBLOGO (1)Playing with complex adaptive and complex responsive systems, we gained a new understanding of the nature of emergent processes. We explored new guidance and design principles for organzational life. We looked at how to negotiate organizational and personal intentions, value streams and identities, how to solve the tension between our uniqueness, asymmetrical needs and the distribution of energy, decision and power in a group. We looked at the design of the architecture of the organizational space– one that allows for the release of built up complexity, for emergent behavior and novelty to arise.  We experimented with the four languages of change, that are at the core of Bonnie’s new approach: “I call this new design The Open Participatory Organization, or OPO for short. The OPO is a fully integrated design. It is an open architecture that is supported by a participatory communications platform and is backed-up by a governance that evolves as the organization evolves” from Bonnie’s blog post).
4 languages of changePicture: Bonnitta Roy, APP Associates. 

There are four ‘locations’ with distinctly different values sets, objectives, outcomes and strategic conversations to be held around them. Most organizations have one or two of them, but hardly any are engaging in all of the necessary conversations.

At the end, we explored why this really matters: we are working and living in environments where we have to make choices when we cannot predict outcomes.  Knowing how to allow group dynamics to be emergent becomes invaluable.

Bonnitta Roy’s workshop left us totally inspired, and with many many kind of thoughts and processes to unpack, think about and apply. It opened up new, generative, collaborative spaces. Turning howe to our own business, we have started applying the OPO principles, practices and processes – with first insights and their consequences. We know there are many more insights to come. In some instances we are holding new strategic conversations around our trust networks and new alliances, for example www.eclp.eu and with our Swedish friends around the Crisp Network. Watch this space!  Comments welcome.

More about Bonnitta Roy’s work here in her blog posts.  The next workshop with her is in the US, Ct, in June 16 – 19, and with us in Schmagerow again November 4 – 6. Do not miss it. Also, check out the pre-conference workshop at the Berlin Change Days the week before, October 26-27.


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Think Tank & Workshop with Bonnitta Roy

FACING ORGANIZATIONAL CHALLENGES 

April 1 – 3, 2016 in Germany

3- DAYS with BONNITTA ROY  – An invitation to step into a new way of understanding organizational life, based on principles of open, authentic participation, which we find quite ingenious.

This is for you if you are into the kind of organizational development that deals with self-organization, creating elegant architectures that foster emergent behavior, team intelligence, distributive power and decision-making – without rigid new governance models.

APPWEBLOGO (1)During the 3-day workshop, we will explore in depth headlineswhat is actually happening with relational dynamics in groups. You gain a new understanding of how self-organization works and why you can trust it, whether you work in a conventional set
ting or an open one. You learn how to negotiate organizational and personal intentions, value streams and identities, how to solve the tension between your uniqueness, asymmetrical needs and the distribution of energy, decision and power in a group. Then we look at the design of the architecture of the organizational lab – one that allows for the release of built up complexity, for emergent behavior and novelty to arise. We do that with real organizational problems, so bring your cases. At the end, we wilApp retreat picl explore why this really matters: we are working and living in environments where we have to make choices when we cannot predict outcomes. Knowing how to allow group dynamics to be emergent becomes invaluable.

For more information, please contact Anne: anne.caspari@mindshift-integral.com or over skype. Download the flyer here: App retreat Europe

 


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Leading change: First in the subtle, then in the world.

If you want to lead change – personal, organizational or societal – you have to intimately know how change works. This includes experiential clarity in knowing how to overcome – and help overcome – resistance towards change. It also includes knowing the ever so subtle, almost unnoticeable shifts in your own inner experience when facing a challenge to change a personal reality in the face of a conscious or unconscious resistance. This is especially true if the change you want to induce is not just incremental change, i.e. getting better at something, but a real transformational shift, or even a paradigm shift, personal or otherwise.

This is what Bill O’Brien or Otto Scharmer talk about, when they tell us how much the `inner place of an intervener´ matters to the success of an intervention.

217868_454397854583456_2109798001_nLeading self comes before leading others. Let us illuminate that ‘blind spot of leadership’ and take a closer look at what happens in our own spaces first. How do you deal with your own personal change? How do you overcome your own resistances when they are well hidden from your own insight and logic? How much do you know your own inner quiet place where you examine your own assumptions, what you are unconsciously knowing (e.g. “I am not good enough”) and can you unlearn what you know? What you are ignoring (“I can’t bear feeling that”)?  Are you aware of what it is you are secretly protecting?  What encountered knowns and unknowns do you leave unexamined? With which consequences?

The answer to these questions lead to the areas, where leaders of change need to develop a kind of mastery that is similar to that of martial arts: In dealing with the inconspicuous, lightning fast impulses, and in handling most uncomfortable pushback, shadow impulses and resistance.

We tend to think that facing change and leading change are about the bold moves, that paradigm shifts are spectacular, that holding unknowns or paradoxes is something very noticeable and in your face. This is not the case –  the trick lies in the subtle, in the almost undetectable vibrational shifts and minute impulses that are going on in the background of your own mind, without you noticing them consciously.

There is this old Zen joke, that has been around, about the old fish that meets to young fish. While passing he friendly asks: hey guys, how is the water today? After he is gone, they turn to each other and ask: what water??

Here, the unconscious is exactly what the word says: what is least conscious because it is most usual, most familiar, most every day. This is why people don’t easily change even their most unwanted realities: “Every day” is what we call a reality that is constructed around homeostatic systems with adaptive ‘set points’ around money, happiness, confidence, relationships, success, etc. What are your assumptions around this that hold you, like invisible rubber bands, in your old reality? Noticed any patterns lately?vortex

What you might notice if you are being challenged to change even a minor set point or a status quo in these areas are things like; becoming tired, embarrassed, distracted, ill, angry, intellectual, nice, pleasing, aggressive. Now become quiet and listen in, feel in: what happened inside, in your ‘inner place’ just before the avoidance mechanism?

nimbusD'aspremont_webBecoming good at identifying and handling these impulses needs a different set of skills and capacities. It needs noticing where your attention goes in automatic and where it is stuck. It needs awareness of the mechanisms that you use to escape from the ‘inside of a feeling’ that you protect yourself or others from. It needs the willingness to feel something that is deeply uncomfortable, oftentimes painful. It needs the will power to stay and feel it through. These minute moves are silent, not loud; you need to catch frequencies, not words and mental concepts; you need to move at the speed of emotion, not slow changing matter. Draw faster than your shadow. And, just like in martial arts, the resistance and impulses can be used to our advantage: there is usually a treasure to be found at the bottom of each illusive impulse. Follow that resistance, use its tension and its origin for your own goal of becoming whole again and greater awareness, and come out shiny at the other end.

You learn to stay some more and make this new, unchartered unfamiliar territory your place. You start playing with new possibilities you didn’t know were possible before. The choice field widens, and welcome to prototyping. You can start leading and teaching the martial arts of change. New realities emerge from the subtle first, and the rewards are priceless.

Are you ready to play?

Photos: Cloud in a room. Artist: Berndnaut Smilde/Photo by Cassander Eeftinck Schattenkerk.


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Beyond The Map And The Territory:

 

Relational dynamics, processes of collective transformation, „we-space“ – a comparison of integral maps and the territories that go with them.

By Anne Caspari and Mushin Schilling[1]

 “AQAL is a map of samsara, a map of the prison, but if you’re going to make a prison break, you need a good map.” 

Despite the many efforts in the last few years around the much vaunted ‘we-space’, only meager work and reflection has been done in Integral Theory circles on the dynamics of relationships and communities. Much of what does exist concerns integrating social and sociological hypotheses into an overall framework or refining theoretical and meta-theoretical knowledge creation. When it comes to actual phenomenological research into a relatively new phenomenon, though, the field is still wide open.  

vortexSo when we start to connect meta-theory with the practical application of group-dynamic processes and their emergent characteristics to gaining new insight – for “insighting” – and to finding new processes and products – for “prototyping”  things get really exiting.  … Read the full article here: –Map-territory-article

  [1] Translated by Mushin from the article in the Integrale Perspektiven issue june 2014:

f8472f56cb Beziehungsdynamiken, kollektive Trasformations
prozesse, “we-space”, – ein Vergleich integraler Landkarten und der dazugehörigen Territorien. Integrale-Perspektiven-Juni2014 (2)